Frequently Asked Questions

When a worker contracts COVID-19 as a direct result of their employment, they are entitled to compensation if the following conditions are met:

  1. Evidence that the worker has contracted COVID-19, either: …a medical diagnosis in a medical report, or…non-medical factual evidence where other evidence establishes the existence of COVID-19.
  2. The nature of the worker’s employment created a risk of contracting the disease significantly greater than the ordinary exposure risk of the public at large.

A work-related example would be an acute care hospital worker, who is treating patients who have been diagnosed with COVID-19. In these cases, they are at greater risk than the general public of contracting the disease.

Claims submitted for COVID-19 contracted through a work-related exposure are adjudicated on a case-by-case basis. WorkSafeBC will look at details such as whether the worker has a diagnosis of COVID-19, their symptoms, and their employment activities.

If you believe your employee contracted COVID-19 while at work, you should file a Form 7 to determine if the employee is eligible for workers’ compensation benefits. When do I report a case of COVID-19 to WorkSafeBC?

Report it if it meets the specific criteria. As shown in the examples, if your employees are at significantly greater risk than the general public of contracting the virus while at work, and the employee loses time from work after contracting the virus, report the claim to WorkSafeBC. However, if your employees are not at greater risk than the general public of contracting the infection, you do not need to file a report unless WorkSafeBC requests a report.

When a worker contracts COVID-19 as a direct result of their employment, they are entitled to compensation if the following conditions are met:

  1. Evidence that the worker has contracted COVID-19, either: …* medical diagnosis in a medical report, or… * non-medical factual evidence where other evidence establishes the existence of COVID-19.
  2. The nature of the worker’s employment created a risk of contracting the disease significantly greater than the ordinary exposure risk of the public at large.

A work-related example would be an acute care hospital worker, who is treating patients who have been diagnosed with COVID-19. In these cases, they are at greater risk than the general public of contracting the disease.

Claims submitted for COVID-19 contracted through a work-related exposure are adjudicated on a case-by-case basis. WorkSafeBC will look at details such as whether the worker has a diagnosis of COVID-19, their symptoms, and their employment activities.

If you believe your employee contracted COVID-19 while at work, you should file a Form 7 to determine if the employee is eligible for workers’ compensation benefits.

Contact your WorkSafeBC Entitlement officer or Case Manager. As you may be aware, the costs of administering the Workers Compensation Act is entirely funded by the employers of BC. The Act and WorkSafeBC policies set out rules for how much each employer is required to pay to fund this system. There are a number of different factors that impact how much a particular employer may pay, but the overall costs are simply a reflection of the costs of administering the Act. One of the factors that can impact how much a particular employer may pay is the employer’s experience rating. Policy item #115.30 states that, as a general rule, all acceptable claims coded to a particular employer are counted for experience rating purposes, and that it makes no difference whether the injury was or was not the employer’s fault. WorkSafeBC policies are available to the public here. The policy sets out a list of 11 types of claims costs which are excluded from consideration. The situation where a worker’s recovery may be delayed because the potential impact of COVID-19 on the availability of medical/treatment providers does not fall within those 11 types of claims costs that can excluded. The rate at which an employer pays for coverage is dictated by many factors, the costs of claims for a particular employer is only one of those factors. For claims costs to impact a particular employer, though, the costs would need to be higher than those of other employer’s in the same rate class. Assuming that COVID-19 has the type of impact the employer is suggesting, for it to impact the employer, it would need to cause only their claims costs to increase, not any of the other employers in the same rate class. So, it’s not entirely clear that such a situation would have any impact on the employer’s assessment rates, in any event. If the employer believes that cost relief should be considered on a particular claim, the employer should raise that issue with the claim owner of that claim for them to consider, based on the circumstances of that particular situation.
TeksMed Service: Employers should keep in mind they do not NEED to wait for medical to make an offer of suitable/modified work. They can base the offer off common-sense restrictions (Ie: one-handed duties for a left-hand injury). Also, other treatment providers can provide limitations or assist in reviewing modified work (Ie: Physiotherapist). As WCB receives more detailed medical at all assessments, if clarification is still needed one can always connect with WCB to obtain specific limitations or abilities.
Covid has had a tremendous impact of people’s wellbeing and feelings of isolation. The pandemic may be over, but its impact is still with us today. The following are some effective team building activities for enhancing employee connection and morale in a manufacturing setting:
  • Lunch & Learns: Organize informal lunchtime sessions where employees can share their skills, hobbies, or knowledge with their colleagues. It's a low-cost way to promote learning and build connections.
  • Team Challenges: Create simple team challenges related to work tasks or problem-solving. For example, a daily production challenge where teams compete to achieve the highest output while maintaining quality standards.
  • Employee-Led Workshops: Instead of hiring external facilitators, consider having talented employees lead workshops or training sessions on topics they excel in. This promotes knowledge sharing and utilizes internal expertise.
  • Team Huddles: Conduct short team huddles at the beginning or end of shifts to discuss goals, achievements, and any challenges. This keeps everyone informed and engaged.
  • Employee Recognition: Implement a peer recognition program where employees can nominate and appreciate their colleagues for their contributions. Simple certificates or shout-outs during team meetings can go a long way.
  • Employee Survey and Feedback: Regularly seek feedback from employees to understand their needs and preferences for team building activities. This ensures you're investing in activities that resonate with the team.
  • Health and Wellness Challenges: Organize wellness challenges like step competitions or mindfulness sessions. Employee well-being directly impacts morale and productivity.
  • Volunteer Days: Offer employees the opportunity to volunteer together for a charitable cause during work hours. Many organizations welcome volunteer groups and cover the cost of materials.
  • Employee Appreciation Days: Host occasional appreciation days where you provide treats, snacks, or lunch to recognize the team's hard work and dedication.
  • Cross-Departmental Collaboration: Encourage employees from different departments to collaborate on projects or initiatives. This fosters teamwork, breaks down silos, and creates a sense of unity.

This varies case by case. It depends on the worker in terms of where they work, which areas they came in contact with, etc. From the webinar, the MHO mentioned that it is good practice to clean the spaces the worker had worked into limit any further spread. This may mean only a certain area of the plant or an entire floor for example. Follow the direction of public health as well, to make this determination. 

As of March 31, 2020, Public Health clarified that the PHO's Mass Gathering order refers to events where more than 50 people are in close contact. It does not apply to a worksite unless a mass gathering is being held onsite. 

Employers should consider the work area, configuration, work processes and flow, and movement of workers in determining whether they have exceeded 50 workers in a "gathering". Large workplaces, including warehouses, might have enough space to accommodate this.

Workplaces can implement measures to ensure that the appropriate number of people are in each area of a worksite:

  • Reduce in-person meetings
  • Post occupancy limits
  • Manage numbers on elevators
  • Limit the number of workers at one time on break locations
  • Maintain an up-to-date list of employees at the workplace

Examples of acceptable physical distancing that does not constitute a gathering include:

  • Workers dispersed across different floors or in different areas on a manufacturing plant separated by walls or other barriers (e.g. plexiglass divider).
  • Workers in a single area who are able to maintain two metres of separation would not be considered part of a gathering.
  • Safety meetings, general meetings, and toolbox talks held in smaller groups in larger areas

Physical distancing is a primary means of preventing the spread of COVID-19 and is the underlying rationale for public health orders. Where possible, workers should maintain a distance of two metres apart from each other.

Physical distancing may not be possible for some training where physical contact is an integral part of the training, for example self-defense or use of force training. An employer should review their existing training material, in consultation with the Joint Health and Safety Committee if they have one. They should conduct a risk assessment to identify potential risks during specific training exercises and come up with measures to mitigate the potential for transmission during the training.

Some examples of strategies to eliminate or minimize the risk may include:

  • Handwashing before and after training;
  • Minimizing physical contact as much as possible without compromising learning;
  • Exercise physical distancing during the training;
  • Limiting class sizes;
  • Keeping partner exercises to the same pairs during the training;
  • Implementing self-assessment screening prior to the training;
  • Use of PPE like coveralls, gloves, and non-medical masks during physical contact exercises;
  • Conducting training outdoors whenever possible;
  • No sharing of equipment during the training;
  • The training area is cleaned before and after training

The employer may wish to consult the WorkSafeBC publication Preventing exposure to COVID-19 in the workplace: A guide for employers for guidance.

The employer should document the risk assessment to show their risk assessment process and the resulting control measures to be implemented.

Ensure physical distancing requirements are maintained during toolbox talk meetings that require in-person messages. Consider alternative locations like outdoors, if needed.

Occupational first aid certificate holders have been granted a 90-day extension to OFA certificates expiring between Mar 1 and Jun 30. Certificates will be accepted in the workplace for 90 days beyond the original expiry date. Certificates will not be reprinted and no action is required to qualify for an extension. This information has been posted to worksafebc.com.

Utilize your joint health and safety committee or worker representative to identify risks and effective controls for your workplace.